Growth does not drive product-market fit. A growth team focused on growing a product with poor retention is fundamentally flawed. Great growth efforts on top of a leaky funnel mean more people having a poor experience.

wait for retention to stabilize or start increasing before investing in growth.

Growth is not about manipulating people. In testing growth tactics, it is important to stay true to the job the product does.

Using tactics like hiding a “dismiss” link or s-out may help your growth metrics in the short term; but they will not help you attract and engage people who actually want to use your product

Growth is not scattershot “growth hacking.” Spraying and praying can yield short-term gains and move metrics, but without a clear hypothesis of why something works these ephemeral gains will likely fade over time or be unsustainable.

At its core, growth work is about making it easy for people to use your product and get value out of it.

Once there’s product-market fit, a growth team at a minimum should have a product manager, data scientist, and three to five engineers.

The goal of the team should be achieving a certain outcome (e.g. grow transactions to X).

the goal should be easy for teams to understand. Avoid fancy composite metrics that combine multiple different actions since it will be difficult for teams to understand why the metric is moving up or down.

A growth mindset means being willing to challenge the status quo and seek improvement without prejudice.

Reduce friction in flows, but be careful not to go too far. One of the tried-and-true growth tips at Facebook is to taking friction out of flows to increase conversion.

Listen to consumer reports and take action. It can be hard work to listen to customer feedback, particularly when you’ve got millions of people using the product. But looking into this feedback and being responsive can yield customer experience wins and growth wins together.